Dear HR Friends
I work for a not-for-profit organisation which works very closely with the govt. as an AM - HR.
I joined here very recently, and after joining I found that here HR is only known as HR but the HR function is known to be doing the Admin job. Where I got the job to define HR function while imparting TnD and more.
And also i found two types of people here, one is the old people / old employees ( mostly in senior manager level) feels that they are the best and they are not suppose to work but only to put their work on the team while taking the credit on themselves. This team is not ready for any change as they feel all is so good and they are comfortable and they have grown to the max.
The second category is the young team that works under this team with a hell lot of energy and enthusiasm and much more ambition to grow not only professionally but overall.
So I am really finding it difficult to form my KRA now as I am not sure what all should I do to make the presence of HR feel while making some real good changes in the organisation which will lead the betterment of the organisation and will also help everyone grow with it .
One more resistance here is the attitude of senior/old employees are like govt. officials, which is really in need of some change.
Hope to get some help and suggestion here so that I can take up this challenge successfully.
From India, Delhi
I work for a not-for-profit organisation which works very closely with the govt. as an AM - HR.
I joined here very recently, and after joining I found that here HR is only known as HR but the HR function is known to be doing the Admin job. Where I got the job to define HR function while imparting TnD and more.
And also i found two types of people here, one is the old people / old employees ( mostly in senior manager level) feels that they are the best and they are not suppose to work but only to put their work on the team while taking the credit on themselves. This team is not ready for any change as they feel all is so good and they are comfortable and they have grown to the max.
The second category is the young team that works under this team with a hell lot of energy and enthusiasm and much more ambition to grow not only professionally but overall.
So I am really finding it difficult to form my KRA now as I am not sure what all should I do to make the presence of HR feel while making some real good changes in the organisation which will lead the betterment of the organisation and will also help everyone grow with it .
One more resistance here is the attitude of senior/old employees are like govt. officials, which is really in need of some change.
Hope to get some help and suggestion here so that I can take up this challenge successfully.
From India, Delhi
Dear Monalisa,
Your post shows your change orientation. I appreciate it.
The change that you would like to bring in requires cultural shift. For this it has to come from the top. A bottom-up approach will not work in your case. The staffs have developed stubborn attitude because they were allowed to do that. It is not fault of their but of the top management.
As of now, you have only two options. One is to convince the CEO to create a culture of performance. If he/she agrees then initiate KRAs for everybody and not just yourself.
To convince CEO you must tell him that profit making organisation or otherwise, efficiency of the staffs must be measured. We cannot pay for the under-performance.
The second option depends on the first one. If CEO declines your proposal then maintain the status quo. Become the part of the system and do not stress yourself.
The third option is to quit the organisation however, for this you need to work in the present company at least for 2-3 years. You can exercise this option only then.
Thanks,
Dinesh Divekar
From India, Bangalore
7855Your post shows your change orientation. I appreciate it.
The change that you would like to bring in requires cultural shift. For this it has to come from the top. A bottom-up approach will not work in your case. The staffs have developed stubborn attitude because they were allowed to do that. It is not fault of their but of the top management.
As of now, you have only two options. One is to convince the CEO to create a culture of performance. If he/she agrees then initiate KRAs for everybody and not just yourself.
To convince CEO you must tell him that profit making organisation or otherwise, efficiency of the staffs must be measured. We cannot pay for the under-performance.
The second option depends on the first one. If CEO declines your proposal then maintain the status quo. Become the part of the system and do not stress yourself.
The third option is to quit the organisation however, for this you need to work in the present company at least for 2-3 years. You can exercise this option only then.
Thanks,
Dinesh Divekar
From India, Bangalore
Thanks a lot.
True and before I approach the top management I also need to make them understand and also prove on paper at least that change is not going to harm and not going to cause any kind of loss.. be it monetary or motivational or resource wise.
But then before I do initiate anything I need to study the organisation and it people thoroughly.
Look forward.
BR
Monalisa
From India, Delhi
True and before I approach the top management I also need to make them understand and also prove on paper at least that change is not going to harm and not going to cause any kind of loss.. be it monetary or motivational or resource wise.
But then before I do initiate anything I need to study the organisation and it people thoroughly.
Look forward.
BR
Monalisa
From India, Delhi
Dear Dineshji,
Most of the staff whether it is young / old, if they have the support from the top management will never change. Management is looking at their perspective of output and if they achieve, they will not bother about the attitudes of their safeguarded people. They do all deviations. Rules are applicable to only normal people and not for them.
Hence, what you said is right, quitting the company. We cannot change the management attitude. When they wanted to change, it will be too late.
Regards
From India, Hyderabad
Most of the staff whether it is young / old, if they have the support from the top management will never change. Management is looking at their perspective of output and if they achieve, they will not bother about the attitudes of their safeguarded people. They do all deviations. Rules are applicable to only normal people and not for them.
Hence, what you said is right, quitting the company. We cannot change the management attitude. When they wanted to change, it will be too late.
Regards
From India, Hyderabad
The only thing you need is to start appreciate and get involved in meetings and work handle to young group as according to you they are energetic.
Get involve them and feel them that they are more important to ORG. then the old employees. you don't need to make any upside and uncertain change that will effect your position in the organization.
They only thing you need is to value Competency plus hard work.
Just convince your boss to make it.
From Pakistan, Rawalpindi
Get involve them and feel them that they are more important to ORG. then the old employees. you don't need to make any upside and uncertain change that will effect your position in the organization.
They only thing you need is to value Competency plus hard work.
Just convince your boss to make it.
From Pakistan, Rawalpindi
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Strategic-hr-ma nagement2_422.p df
Job Description - HR & Admin.doc
Tangent HR Solutions.ppt